JAIPUR NATIONAL UNIVERSITY, JAIPUR

School of Distance Education & Learning

Internal Assignment No. 1
Master of Business Administration / PGDHRM
Paper Code:
Paper Title:

MBAH 105
Organization Development & Change

Last date of submission:

Max. Marks: 15

Note : Question No. 1 is of short answer type and is compulsory for all the students.
It carries 5 Marks. (Word limits 50-100)
Q. 1. Answer all the questions:
(i)

1.
2.
3.
4.
5.

6.

(ii)

State any two values in organization development.

Providing opportunities for people to function as human beings

rather than as resources in the productive process.
Providing opportunities for each organization member, as well as
for the organization itself, to develop to his full potential.
Seeking to increase the effectiveness of the organization in terms
of all of its goals.
Attempting to create an environment in which it is possible to
find exciting and challenging work.
Providing opportunities for people in organizations to influence
the way in which they relate to work, the organization, and the
environment.
Treating each human being as a person with a complex set of
needs, all of which are important in his work and in his life.
Define the term Interventions.

interventions "Interventions" are principal learning processes in the "action" stage of

organization development. are structured activities used individually or in combination
to improve their social or task performance. introduced by a change agent as part of an
improvement program "Structured activities" mean such diverse procedures as
experiential exercises, questionnaires, attitude surveys, interviews, relevant group
discussions, and even lunchtime meetings between the change agent and a member of

the client organization. Every action that influences an organizations improvement

program in a change agent-client system relationship can be said to be an intervention

(iii)

Any two differences between coaching and mentoring.

Differentiator #1:
Coaching is task oriented. The focus is on concrete issues, such as managing
more effectively, speaking more articulately, and learning how to think
strategically. This requires a content expert (coach) who is capable of teaching
the coachee how to develop these skills.
Mentoring is relationship oriented. It seeks to provide a safe environment
where the mentoree shares whatever issues affect his or her professional and
personal success. Although specific learning goals or competencies may be used
as a basis for creating the relationship, its focus goes beyond these areas to
include things, such as work/life balance, self-confidence, self-perception, and
how the personal influences the professional.
Differentiator #2:
Coaching is short term. A coach can successfully be involved with a coachee
for a short period of time, maybe even just a few sessions. The coaching lasts for
as long as is needed, depending on the purpose of the coaching relationship.
Mentoring is always long term. Mentoring, to be successful, requires time in
which both partners can learn about one another and build a climate of trust that
creates an environment in which the mentoree can feel secure in sharing the real
issues that impact his or her success. Successful mentoring relationships last
nine months to a year.
Differentiator #3:
Coaching is performance driven. The purpose of coaching is to improve the
individual's performance on the job. This involves either enhancing current skills
or acquiring new skills. Once the coachee successfully acquires the skills, the
coach is no longer needed.
Mentoring is development driven. Its purpose is to develop the individual not
only for the current job, but also for the future. This distinction differentiates the

role of the immediate manager and that of the mentor. It also reduces the
possibility of creating conflict between the employee's manager and the mentor.

(iv)

What do you mean by contingency approach?

A contingency approach to management is based on the theory that management

effectiveness is contingent, or dependent, upon the interplay between the application of
management behaviors and specific situations. In other words, the way you manage
should change depending on the circumstances. One size does not fit all.

Theory
The contingency approach to management finds its foundation in the contingency
theory of leadership effectiveness developed by management psychologist Fred
Fielder. The theory states that leadership effectiveness, as it relates to group
effectiveness, is a component of two factors: task motivation, or relation motivation, and
circumstances. You measure task motivation, or relation motivation, by the least
preferred

(v)

Any two reasons for the failure of organization development.

The main 4 reasons for organisational failure are: System and structural
failures the systems you have in place to get the job done are flawed, at
best. Financial management failure the accounting department does not
properly track expenses and departments are overspending, thus cutting
into the organisations profit margin. Customer and marketing failure
you have a poor marketing plan and you have no idea who your niche
client base really is. Failure at the top upper management isnt making
educated decisions (or members of upper management are simply
making very bad decisions despite the resources they have available). See more at: http://www.mtdtraining.com/blog/organisationalfailure.htm#sthash.5mj8MzD0.dpuf

Note: Answer any two questions. Each question carries 5 marks (Word limits 500)
Q. 2.

Explain the organization development process with the help of a model.

The Five Stage Organisation Development Process

This is an methodology based on 'Action Research' which smoothly lets the OD practitioner
implement any change project. It is logical in its approach and is a powerful tool to take you
through the core activities. We have highlighted only three issues for each stage. Working with
you on an OD project we will address all perspectives and issues so that change takes place
seamlessly.
Stage 1 - Entry & Contracting
This is the start of the five stage process. This is especially important to define the project and the
terms of working with the Sponsor and the Change Agent. Depending on the nature of the change
project, you will have to address a number of issues.

Look at problems from different angles

Identify the root cause of problems

Test for History. Have these problems arisen before?

Stage 2 - Data Collection and Diagnosis

This flows from Stage 1 and requires the Change Agent to collect information from which to assess
the core problems of issues that need to be fixed. This stage requires considering what type of
information to collect.
Much of this will be based on interviews and talking with key people. It is important to be
objective and examine opinions and ideas from a variety of people. Some projects may require
facts and figures, and some form of analysis to identify trends in performance.
Knowing that you have to use both logical facts and figures and opinions and viewpoints is
important in ensuring that your analysis will be accurate.

What data will you have to collect?

Is data available? What will you do if information is not available?

If you have to talk with others to understand more about the problem, how will you ensure
confidentiality?

Stage 3 - Analysis is a natural outcome from Data Collection

Here, you will be looking at the major causes and how they impact performance. You will want to
separate cause from effect and tackle the problem with a plan of action.

What does the data or the information tell you about the cause of the problem?
Have you ensured that you look at the problem from different viewpoints?

Before you reach a conclusion, test for understanding with others to ensure you have a
firm grip of the key issues

Stage 4 - Implementation

Who will implement the solution and how will it be measured?

Does the solution fit the sponsor's needs and objectives? Is the sponsor ready to
implement the solution?

Does the culture have the day to day practices to sustain the solution? If not, what needs
to be done to ensure that the solution will be implemented?

This focuses upon and addresses the issue of how the changes will be implemented and by whom.
Stage 5 - Review & Feedback
This completes the process by setting up methods to measure progress. This is very much a
review period to examine what worked and what did not. Hopefully, learning from this exercise will
help you in formulating your next project.

Measure only that which can be managed

Establish soft and hard measures for implementation

Develop an implementation plan with clear roles and

Q. 3.

What is the role of group dynamics in organization? Mention its two advantages.

Meaning:
The word dynamics means force. Group dynamics means
the study of forces within a group. Since human beings have
an innate desire for belonging to a group, group dynamism
is bound to occur. In an organization or in a society, we can
see groups, small or large, working for the well-being.
The social process by which people interact with each other
in small groups can be called group dynamism. A group has
certain common objectives and goals and members are
bound together with certain values and culture.
In organizational development, group dynamics refers to
the understanding of behaviour of people in groups that are
trying to solve a problem or making a decision. A good
manager can act as a facilitator and assist the group in
accompanying its objectives and arrive at correct decisions.

Because people gather in groups for reasons other than task

accomplishment, group process occurs in other types of
groups such as personal growth groups (e.g., encounter
groups, study groups, prayer groups). In such cases, an
individual with expertise in group process can be helpful in
the role of facilitator.
Importance of Group Dynamism:
1. The group can influence the thinking of its members. The
members are always influenced by the interactions of other
members in the group.
2. A group with a good leader performs better as compared
to a group with weak leader.
3. The group can give the effect of synergy, that is, if the
group consists of positive thinkers then its output is more
than the double every time.

Q. 4.

Explain the factors responsible for failure and success of organization development &
change.

JAIPUR NATIONAL UNIVERSITY, JAIPUR

School of Distance Education & Learning
Internal Assignment No. 2
Master of Business Administration / PGDHRM
Paper Code:
Paper Title:

MBAH 105
Organization Development & Change

Last date of submission:

Max. Marks: 15

Note : Question No. 1 is of short answer type and is compulsory for all the students.
It carries 5 Marks. (Word limits 50-100)

Q. 1. Answer all the questions:

(i)

Define organization development and change.

Organizational development and change is devoted to research and development of theory on all
forms of organization change. The field focuses on the processes and outcomes of organization
change at the individual, group, and organizational levels using multiple methods and perspectives.

(ii)

What is third party peace making interventions?

The terms "third party" and "intermediary" are both used to refer
to a person or team of people who become involved in a conflict
to help the disputing parties manage or resolve it. Third parties
might act as consultants, helping one side or both sides analyze
the conflict and plan an effective response. Alternatively, they
might act as facilitators, arranging meetings, setting agendas,
and guiding productive discussions. Facilitators will also usually
record what was said, and may write up a short report
summarizing the discussions and any agreements that were
reached

(iii)

1.

Two advantages of instrumental training.

A small amount of a sample is needed for analysis.

2.

Determination by instrumental method is

considerably fast.
3.
Complex mixture can be analysed either with or
without their separation.
4.
Sufficient reliability and accuracy of results are
obtained by instrumental method.
5.
When non-instrumental method is not possible,
instrumental method is the only answer to the problem.
(iv)

State the reason of change in organization.

Competition
The entrance of a new competitor into a market can cause a business to change
its marketing strategy. For example, a small electronics store that was the only
game in town might have to change its image in the marketplace when a large
chain store opens nearby. While the smaller store might not be able to compete
in price, it can use advertising to position itself as the friendly, service-oriented
local alternative.

Technology
Innovations in technology can force a business to change just to keep up.
Employees who have never used computers need to be trained to operate the
new computer system. A business also can benefit by implementing a
technological change. According to the Hotel Online website, the airlines'
introduction of email ticketing has resulted in increased efficiency and better
customer service while meeting little customer resistance.

Government Regulations
Changes in government regulations can have an impact on how a company does business.
Newly mandated safety procedures can force a factory to change its production process to
create a safer work environment.

(v)

Devine Power.

Formal authority
The simplest form of power is that vested in the position of 'manager'. A manager has
subordinates who must do his or her bidding, only within legal and organizational rules.
The basic employment transaction is 'we give you money, you do as your are told'.
Of course there are many more ways that power can be exerted, and in particular in
motivating people more effectively such as is found in transformational leadership.

Control of scarce resources

Other than directing employees, managers control budgets and the assets and other
resources that the firm holds, from technology to people. A part of this control is the ability
to allocate these resources to projects and other work.
It is not unsurprising that many of the political battles in organizations is over
control of resources and 'empire-building' is a classic game, with a significant
risk that organizational goals get forgotten in the cut and thrust of winning and
losing control of resources.

Note: answer any two questions. Each question carries 5 marks (Word limits 500)
Q. 2.

Explain the various assumptions and beliefs in organization development & change.

Q. 3.

What is planned changed & why it is needed in an organisation.

Q. 4.

Explain the relation of politics in organization development.

Organisations are made up of many different power elements; different interest

groups, divisions with functional agendas, coalitions of special interests, the
exercise of managerial power and various aspects of political behaviour
exercised by individuals, teams and groups. With power so inherent in the make
up of an organisation it is important that the OD practitioner who is embarking
on an OD programme understands what power exists, who holds the power and
also the way in which power is used to influence the workings of the
organisation. OD by its nature is political. Not because it wants to inherit the
power within the organisation, but because organisation development is
fundamentally about change, and change requires power to happen. What is
more OD may upset the power boundaries and political landscape of the
organisation recognising and harnessing the power within the organisation
prevents resistance and supports the change process. Being skillful in our
recognition and use of the power holders within the organisation will ensure that
the change process is aided by those with power and supported by the political
machinations rather than being used to create barriers for the OD practitioner to
bump into. The distribution of power is also useful to understand in the context
of organisational diagnosis. For instance understand how many employees feel
disempowered, and dont perceive themselves as having access to the sources
of power within the organisation can inform the organisation development
intervention design. Investigating and understand who holds power, but not
necessarily authority will also inform key decisions, especially over who should

be included on temporary diagnostic teams, or trained as change agents. The

purpose of the OD intervention is not to eradicate power and politics within the
organisation, since they are inevitable, and to do so would be to create a power
vacuum which will disrupt the process of embedding the change programme.
Rather, the role of the OD practitioner is to enable power and politics to become
a healthy and transformational force for good within the organisation, dedicated
to creating a positive environment and healthy organisational behaviours. - See
more at: http://organisationdevelopment.org/power-and-politics-organisationdevelopment/#sthash.ltSZf4q2.dpuf